A tool supporting a structured methodology for developing expertsystems projects is presented. The tool is based on a set of forms, which represent the means by which the methodology can be implemented. Consequently,...
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A tool supporting a structured methodology for developing expertsystems projects is presented. The tool is based on a set of forms, which represent the means by which the methodology can be implemented. Consequently, all the information acquired during the project can be gathered in a structured manner so that guidelines for system development and management can be obtained while filling them. Since some of them can be modified or redefined during the development of the project, multiple samples of the forms are collected, in order to record and track the decision-making process. The forms describe the whole development process, and also constitute the basic documentation for successive system maintenance.< >
The role that the knowledge engineer and knowledge acquisition (KA) play in the expertsystem life cycle is described. The authors address the issues that need to be understood about the similarities and differences b...
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ISBN:
(纸本)0818620595
The role that the knowledge engineer and knowledge acquisition (KA) play in the expertsystem life cycle is described. The authors address the issues that need to be understood about the similarities and differences between expertsystems development and traditional tasks in the system development life cycle. Guidelines to Choosing KA strategies are presented.
The authors discuss the metamorphosis of the expertsystem Program at the US Navy Finance Center from an untested concept to the successful distribution of expertsystem technology. The management philosophy, organiza...
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ISBN:
(纸本)0818620595
The authors discuss the metamorphosis of the expertsystem Program at the US Navy Finance Center from an untested concept to the successful distribution of expertsystem technology. The management philosophy, organization plan, and staffing requirements are reviewed as related to the distribution of the technology to the end users. The benefits and problems associated with this metamorphosis are surveyed. It is concluded that the benefits of a distributed approach to expertsystems development far outweigh any problems associated with the method.
During 1989 and 1990 the Commodity Classification expertsystem (ES) was developed for the US Department Of Commerce. This object-oriented program develops a person/computer dialogue that simulates the process an expe...
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ISBN:
(纸本)0818620595
During 1989 and 1990 the Commodity Classification expertsystem (ES) was developed for the US Department Of Commerce. This object-oriented program develops a person/computer dialogue that simulates the process an expert would use to determine if a high tech commodity could be exported. New users had problems matching regulation subsection headings with data on the manufacturer's data sheet. The dual problem of searching both the regulation and the spec sheet for matching words was sometimes frustrating. This problem was reduced, but not solved, by adding a commercial program that could search the regulations, providing examples of the subsection headings, and providing definitions of technical terms.
State-of-the-art research and implementation efforts being conducted in the area of expert database systems with the goal of developing intelligent and effective applications is examined. Various approaches taken to i...
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ISBN:
(纸本)0818620595
State-of-the-art research and implementation efforts being conducted in the area of expert database systems with the goal of developing intelligent and effective applications is examined. Various approaches taken to integrate expertsystems and database systems are discussed. Next, a real-world application developed by the author using one of the outlined techniques is discussed in detail. This application consists in the implementation of a comprehensive computerized system to automate the educational activities of the American Red Cross. The insights gleaned from this effort are presented. The most important lesson learned was to stop thinking about rules in abstract terms and visualize them instead, as any other valid entity (or object) as a part of the overall data model.
At American Express Company, success with emerging technologies is viewed as primarily a management, not a technology, issue. A panel has been formed to examine the characteristics of successfully implemented innovati...
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ISBN:
(纸本)0818620595
At American Express Company, success with emerging technologies is viewed as primarily a management, not a technology, issue. A panel has been formed to examine the characteristics of successfully implemented innovations, the process of innovation, and the facilitators and inhibitors to innovation.
Managers of expert-systemprojects are likely to face three major challenges: uncertainty over the project scope, lack of sponsor commitment, and limitations of available resources. These issues are discussed and sugg...
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ISBN:
(纸本)0818620595
Managers of expert-systemprojects are likely to face three major challenges: uncertainty over the project scope, lack of sponsor commitment, and limitations of available resources. These issues are discussed and suggestions are offered for minimizing their impact.
Lessons learned from the experience of the Fleet Command Center Battle Management Program (FCCBMP) are documented. FCCBMP is an element of the Defense Advanced Project Agency's Strategic Computing Program (SCP), w...
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ISBN:
(纸本)0818620595
Lessons learned from the experience of the Fleet Command Center Battle Management Program (FCCBMP) are documented. FCCBMP is an element of the Defense Advanced Project Agency's Strategic Computing Program (SCP), which aims to stimulate the development and application of advanced technologies for military problems. FCCBMP has been the most successful of the SCP programs to date in bringing expertsystems into operational use. It is noted that lessons from the FCCBMP program can help in managing the development of expertsystems and systems developed using rapid prototyping. It is concluded that FCCBMP has demonstrated the feasibility of applying expertsystems to operational military problems. When developing expertsystems intended to support operational users, there are strong advantages in developing expertsystems on-site in the operational environment. The use of rapid prototyping does not mean indisciplined development. Rapid prototyping can be managed by selectively adapting traditional software engineering techniques for use during the development phase. The knowledge engineering required by an expertsystem project can suggest improvements to existing methods of operation.
To get an expertsystems project started within an organization there are a variety of ways ranging from a grass roots approach to having the commitment from a champion in top management. In order to successfully star...
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ISBN:
(纸本)0818620595
To get an expertsystems project started within an organization there are a variety of ways ranging from a grass roots approach to having the commitment from a champion in top management. In order to successfully start and obtain sponsorship of an expertsystems project, a combination of strategies should be used to permeate the organization. The author describes the creation of an awareneses for an expert configuration system at Encore Computer Corporation in Fort Lauderdale, Florida. It is concluded that the hybrid aproaches used to get the project underway at Encore were very successful in terms of introducing expertsystems technology to Encore employees and management. The necessity of knowing the corporate climate and culture was an important lesson learned from this experience.
The author examines a case study of a beginning expertsystems program at a large regional life insurance company, a program that began with excellent success, but has not been able to follow up on that success. Throu...
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ISBN:
(纸本)0818620595
The author examines a case study of a beginning expertsystems program at a large regional life insurance company, a program that began with excellent success, but has not been able to follow up on that success. Through examination of this case, the author points out lessons that can be learned from this experience, and suggests means of preventing this type of failure in other beginning-expert-systems programs. The first lesson learned is that there must be strong and consistent messages to management that the major benefits of the technology will be missed if the primary purpose of an expert-systems program is seen as short-term cost reduction. Second, there must be strong and consistent messages to management that education of middle managers is essential to the success of the program. Third, for long-term success of the technology, there must be a plan for the development of critical mass in the organization. In many organizations, the best way to achieve critical mass is through the utilization of the experts themselves as end-user developers.
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